Abstract

A model of the effects of the transactional and transformational leaders on their subordinates' work motivations was developed and tested with survey responses from 300 employees in eight large corporations in Korea. We defined and measured work motivation by Expectancy model (Nadler & Lawler., 1977), and leadership by Bass's model (Bass, 1985). A series of analysis of the hypothetical model indicated that subordinates' E-P Expectancy were influenced more by their supervisor's transformational leadership than by their supervisors' transactional leadership but their Instrumentality components, P-0 Expectancy and Valence, were be equally determined by their supervisors' transformational and transactional leadership. Methodological issues related to the examination of the model are discussed, along with the consideration of dualistic leaders who exhibit equally high level of transactional and transformational behaviors in the study of leadership.